Assess the Value of Your Networks HBR.org | Athena Vongalis-Macrow While sifting through interviews in a Catalyst report about leadership, numerous references to networks and the importance of networking kept emerging. A key reason why women lag behind in leadership is that they are less likely to have extensive networks to support and promote them as potential leaders.[...]
Want to Build Engagement? Be Inclusive HBR.org | Boris Groysberg and Michael Slind Crowd-sourcing. Co-creation. User-generated content. No matter which of those buzzwords you prefer, the underlying idea is essentially the same: In the world of commercial media, more and more companies are inviting users to help produce the content that they use. What is Facebook, after[...]
For Career Direction, Use Your Imagination HBR.org | Bill Barnett Do you know what you want to do with your career? What if you don’t? The quest for the right career field frustrates students both before and after graduation. It frustrates people who are unhappy with their jobs and want something very different. If that’s your[...]
Dealing with a Bad Boss HBR.org|John Beeson It’s often said there’s nothing certain in life except death and taxes. The parallel in organizational life is that at some point in your career you’ll have a bad boss — or at least a boss who’s bad for you. Bad bosses come in all shapes and sizes:[...]
If You Don’t Prioritize Your Life, Someone Else Will HBR.org|Greg McKeown “A ‘no’ uttered from the deepest conviction is better than a ‘yes’ merely uttered to please, or worse, to avoid trouble.” So said Mahatma Gandhi, and we all know how his conviction played out on the world stage. But what is less well known[...]
The Key Ingredients of a Successful Team HBR.org | Vineet Nayar I was recently having a long conversation with a colleague, who was passionately outlining a new solution to an old problem, when my cellphone died. I was traveling, and to continue our discussion, I had to walk across the airport to a public pay phone.[...]
The Discipline of Listening HBR.org | Ram Charan As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem:[...]
More Options, More Problems HBR.org | Daniel Gulati An expanding class of smart, ambitious professionals have created so many options for themselves that they find it virtually impossible to do a darned thing. Tom, a reluctant 29-year-old management consultant, has the largest career option set of anyone I know. By virtue of his experience, skills, and[...]
Strategic Alliances Can Make or Break Female Leaders HBR.org | Sylvia Ann Hewlett The lack of women in the C-suite and corporate boardroom has been making headlines on both sides of the Atlantic. The issue is symptomatic of a much larger problem: Highly qualified women are not breaking through to leadership positions in numbers commensurate with[...]
Four Ways to Become a More Interactive Leader HBR.org | Boris Groysberg and Michael Slind Until recently, organizational leaders had no choice but to rely on communication channels that were one-way in structure, and on communication practices that were one-way in spirit. In large and growing companies especially, channels such as the corporate newsletter and the executive[...]
hbr.org 05/10/2013 | Vijay Govindarajan and Srikanth Srinivas Here is a leadership lesson: Be selfish. Be very selfish. For this message to be an effective leadership tip, we need to understand what selfishness is. Selfishness is typically defined as “concerned excessively or exclusively with oneself.” If someone hears that the CEO is being selfish, the thought that[...]
By Adam Grant | May 10, 2013 Several decades ago, a team of experts built the world’s most expensive mirror. It was for the Hubble Space Telescope, and the mirror was the key to focusing light that predated the stars, capturing images that had never been seen by human eyes. The precision was measured in millionths[...]
By Scott Eblin | May 9, 2013 A couple of months ago, I was talking with an executive leader I’ve known for a few years. One of the things I’ve noticed about him in that time is that his confidence has grown in a very appropriate and admirable way. I mentioned this to him and,[...]
hbr.org 05/09/2013Author: Joan Solotar As a senior professional in financial services — an industry with comparatively few women in the executive ranks — I’ve spent a lot of time thinking about why there aren’t more women at the top-most levels of companies. I’ve read the studies and heard the theories that women don’t network well; don’t have[...]
hbr.org 05/09/2013 Author: Peter Bregman A recent early morning hike in Malibu, California, led me to a beach, where I sat on a rock and watched surfers. I marveled at these courageous men and women who woke before dawn, endured freezing water, paddled through barreling waves, and even risked shark attacks, all for the sake[...]
hbr.org 05/08/2013 Author: Mark Goulston Disclaimer: It’s probably not a good idea to read this before you eat. I still remember how it felt when, as a medical student, I drained my first abscess in a patient. We called the procedure “I & D” which stands for “Incision and Drainage” (I told you not to[...]
Leadership is not only a noble calling, it’s the highest level of calling there is. Both in the church and in the world leadership demands a lot. One becomes a leader if he or she is different and distinguished from the rest. People follow a person if he has something they lack and they are[...]
05/06/2013 hbr.org Each one of us holds a set of beliefs and attitudes — a mindset — that determines how we interpret and respond to situations. That mindset shapes how we interact with others, and therefore it also affects the people we work with — in ways both subtle and profound. A person with a[...]
hbr.org 05/06/2013 Author: Solange Charas Anyone who has served on a board of directors can appreciate that each board has its own characteristic rhythm, social rules and level of effectiveness. I’ve been advising boards and management teams for 25 years as a consultant and C-Suite executive, and have served on several corporate boards, and can[...]
The leadership feeds on the main portal have been revamped. We are now more mobile and iPad-friendly and easier to view on more devices. Stay tuned for more changes and exciting members-only content as we prepare a revamp of the system over the next several weeks …. Related Articles: Be Selfish. Be Very Selfish Why[...]
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